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A Rogue's Take on Culture Change Costs Currency, Agile Australia 2011

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This is my presentation from Agile Australia 2011 with a metaphoric view of large scale Agile transformations. This presentation reveals the five stages of transformation and discusses three of the key implementation models or large organisations.

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A Rogue's Take on Culture Change Costs Currency, Agile Australia 2011

  1. 1. A Rogue’s take on the 4 ‘C’s<br />Culture Change Costs Currency<br />www.agileforest.com A Rogue’s take on the 4 ‘C’s Culture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />1<br />
  2. 2. Professionally – An Agile Rogue for seven years<br />Personally – A Virtual Rogue for five years (Massive Multiplayer Online Role Playing Games)<br />A blend – Value Driven Remuneration<br />Something about me...<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />2<br />
  3. 3. www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />3<br />
  4. 4. The 4 “C”s: Culture change costs currency<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />4<br />
  5. 5. Understanding your organisation<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />5<br />
  6. 6. The Rogue Capability Maturity Model<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />6<br />“We don’t do agile”<br />“That team does agile”<br />“Agile is the way we workas an IT group”... sniggers<br />“Agile is the way we workas an IT group”... nods<br />“Agile is the wayeveryone works”<br />
  7. 7. Undercover – adoption and behaviours<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br /><ul><li>Dressed for stealth
  8. 8. Spends quite a bit of time lurking/hiding
  9. 9. Light armour</li></ul>7<br />
  10. 10. Undercover – adoption and behaviours<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />8<br /><ul><li>Works solo
  11. 11. Goes for the quick/easy path</li></li></ul><li>Undercover business case<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />9<br />Scope:<br />Informal/external training<br />No defined process<br />Limited/No customer visibility<br />Informal HR Role<br />Cost:<br />Any external training<br />Time:<br />Any external training<br />Culture Change:<br /><ul><li>Undercover team only</li></ul>Roadblocks:<br /><ul><li>XP practices will be difficult to adopt
  12. 12. Risk of limited expert advice</li></ul>Governance Adherence:<br /><ul><li>Anti-compliance</li></li></ul><li>Unstealthed – adoption and behaviours<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />10<br /><ul><li>The new kid on the block
  13. 13. It takes a lot of good work to make a dent in reputation.
  14. 14. There is token pandering.</li></li></ul><li>Unstealthed business case<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />11<br />Scope:<br />Informal/external training<br />No defined process<br />Customer visibility<br />Informal HR Role<br />Expert consultants<br />Cost:<br />Any external training<br />Time:<br />Any external training<br />Culture Change:<br /><ul><li>Undercover team(s)
  15. 15. At least one mid level management advocate
  16. 16. Potentially CIO interest</li></ul>Roadblocks:<br /><ul><li>XP practices may be tackled dependant upon visibility level
  17. 17. ‘That group of cowboys’</li></ul>Governance Adherence:<br /><ul><li>Anti-compliance</li></li></ul><li>Understanding roles<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />12<br />
  18. 18. Unfocused – adoption and behaviours<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />13<br /><ul><li>Regarded as an equal
  19. 19. Outcomes do not meet expectations.
  20. 20. Three implementation models</li></ul>Legion<br />Sensai<br />Navy SEAL<br />
  21. 21. Unfocused – adoption and behaviours<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />14<br />The Legion implementation model<br />
  22. 22. Unfocused business case - Legion<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />15<br />Scope:<br />Comprehensive initial training<br />New defined process<br />Customer visibility<br />Introduction of formal HR Role<br />Expert consultants<br />Cost:<br />Training<br />Process development<br />FTE<br />Time:<br />Short implementation of concepts<br />Culture Change:<br /><ul><li>Inconsistent success
  23. 23. Senior executive champion (CEO/CIO)</li></ul>Roadblocks:<br /><ul><li>Inconsistent application will risk groups falling into chaos and bringing the whole implementation down.
  24. 24. Reverse token pandering</li></ul>Governance Adherence:<br /><ul><li>New process compliance (dependant upon take up)</li></li></ul><li>Unfocused – adoption and behaviours<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />16<br />The Sensai implementation model<br />
  25. 25. Unfocused business case - Sensai<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />17<br />Scope:<br />JIT training<br />New defined process<br />Customer visibility<br />Introduction of formal HR Role<br />Expert consultants<br />Cost:<br />Training<br />Process development<br />FTE<br />Time:<br />Long implementation time but a deep understanding of the concepts, principles and practices.<br />Culture Change:<br /><ul><li>Gradualsuccess
  26. 26. Senior executive champion (CEO/CIO)</li></ul>Roadblocks:<br /><ul><li>Consistent application but ‘the business’ are still using non Agile methods.
  27. 27. Other divisional area’s not rolled out to yet.</li></ul>Governance Adherence:<br /><ul><li>Two system compliance until growth is spread.</li></li></ul><li>Unfocused – adoption and behaviours<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />18<br />The Navy SEAL implementation model<br />
  28. 28. Unfocused business case – Navy SEAL<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />19<br />Scope:<br />JIT training per divisional area<br />New defined process<br />Customer visibility<br />Introduction of formal HR Role<br />Expert consultants (potentially many)<br />Cost:<br />Training<br />Process development<br />FTE<br />Time:<br />Short implementation time per divisional area. Longer across the IT section.<br />Culture Change:<br /><ul><li>Rapid results in high value areas
  29. 29. Senior executive champion (CEO/CIO)</li></ul>Roadblocks:<br /><ul><li>Consistent application but ‘the business’ are still using non Agile methods.
  30. 30. Other divisional area’s not rolled out to yet.</li></ul>Governance Adherence:<br /><ul><li>Two system compliance until growth is spread.</li></li></ul><li>Unleashed – adoption and behaviours<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />20<br /><ul><li>Adequate coverage of all roles
  31. 31. Roadblocks removal is high
  32. 32. Token application is not acceptable
  33. 33. Values, principles, practices and manifesto adherence is the norm.</li></li></ul><li>Unleashed business case – Unleashed<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />21<br />Scope:<br />Team of Agile Rogues eventually decreasing and the behaviour is now the norm<br />Operational ownership of the process and its outcomes<br />Expert consultants no longer required<br />Cost:<br />Implementation FTE transforms into Operational FTE<br />Time:<br />Ongoing operational maintenance<br />Culture Change:<br /><ul><li>Culture now the norm for IT
  34. 34. Risk - Senior executive champion change or dis-interest</li></ul>Roadblocks:<br /><ul><li>Consistent application but ‘the business’ are still using non Agile methods</li></ul>Governance Adherence:<br /><ul><li>Strong compliance</li></li></ul><li>Unstoppable – adoption and behaviours<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />22<br />
  35. 35. Unstoppable business case – Unstoppable<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />23<br />Scope:<br />Extensive training program<br />Significant process adjustment to consider the business only elements<br />Potential governance refactoring<br />Cost:<br />Implementation FTE and Operational FTE<br />Time:<br />Dependant on the extent of the business domain and approach.<br />Culture Change:<br /><ul><li>All encompassing</li></ul>Roadblocks:<br /><ul><li>Value proposition debates</li></ul>Governance Adherence:<br /><ul><li>Strong compliance</li></li></ul><li>A Rogue’s main weapon<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />24<br />
  36. 36. Other weapons?<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />25<br />
  37. 37. Renee.Troughton@suncorp.com.au<br />http://agileforest.com<br />AgileRenee<br />http://www.suncorp.com.au Suncorp is one of Australia and New Zealand’s largest diversified financial service providers, supplying banking, insurance and wealth management products to around 9 million customers through well-established and recognised brands such as AAMI, Australian Pensioners Insurance Agency, Shannons, Vero, Asteron and Tyndall, as well as Suncorp and GIO. Today, Suncorp is Australia’s fifth largest bank and second largest domestic general insurance group, with over 16,000 staff. Suncorp has representation in 450 offices, branches and agencies throughout Australia and New Zealand. <br />http://www.agileacademy.com.au/<br /> The Agile Academy is the next wave in Agile learning and collaboration., Designed for IT professionals, the Agile Academy is a knowledge hub that promotes Agile related learning, knowledge sharing and compatibility development across the IT industry. <br />Questions?<br />Presented at Agile Australia 15 June 2011<br />26<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />
  38. 38. Undercover business case<br />IMPLEMENTATION SCOPE <br />IMPLEMENTATION COST <br />LOW<br />LOW<br />LOW<br />LOW<br />LOW<br />LOW<br />IMPLEMENTATION TIME <br />HIGH<br />HIGH<br />HIGH<br />HIGH<br />HIGH<br />HIGH<br />ORGANISATIONAL CULTURAL CHANGE<br />ROADBLOCKS<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />GOVERNANCE ADHERENCE<br />27<br />
  39. 39. Unstealthed business case<br />IMPLEMENTATION SCOPE <br />IMPLEMENTATION COST <br />LOW<br />LOW<br />LOW<br />LOW<br />LOW<br />LOW<br />HIGH<br />HIGH<br />HIGH<br />HIGH<br />HIGH<br />HIGH<br />IMPLEMENTATION TIME <br />ORGANISATIONAL CULTURAL CHANGE<br />ROADBLOCKS<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />GOVERNANCE ADHERENCE<br />28<br />
  40. 40. Unfocused business case – Legion model<br />IMPLEMENTATION SCOPE <br />IMPLEMENTATION COST <br />LOW<br />LOW<br />LOW<br />LOW<br />LOW<br />LOW<br />IMPLEMENTATION TIME <br />HIGH<br />HIGH<br />HIGH<br />HIGH<br />HIGH<br />HIGH<br />ORGANISATIONAL CULTURAL CHANGE<br />ROADBLOCKS<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />GOVERNANCE ADHERENCE<br />29<br />
  41. 41. Unfocused business case – Sensai model<br />IMPLEMENTATION SCOPE <br />IMPLEMENTATION COST <br />LOW<br />LOW<br />LOW<br />LOW<br />LOW<br />LOW<br />IMPLEMENTATION TIME <br />HIGH<br />HIGH<br />HIGH<br />HIGH<br />HIGH<br />HIGH<br />ORGANISATIONAL CULTURAL CHANGE<br />ROADBLOCKS<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />GOVERNANCE ADHERENCE<br />30<br />
  42. 42. Unleashed Business Case<br />IMPLEMENTATION SCOPE <br />IMPLEMENTATION COST <br />LOW<br />LOW<br />LOW<br />LOW<br />LOW<br />LOW<br />HIGH<br />HIGH<br />HIGH<br />HIGH<br />HIGH<br />HIGH<br />IMPLEMENTATION TIME <br />ORGANISATIONAL CULTURAL CHANGE<br />ROADBLOCKS<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />GOVERNANCE ADHERENCE<br />31<br />
  43. 43. Unstoppable Business Case<br />IMPLEMENTATION SCOPE <br />IMPLEMENTATION COST <br />LOW<br />LOW<br />LOW<br />LOW<br />LOW<br />LOW<br />HIGH<br />HIGH<br />HIGH<br />HIGH<br />HIGH<br />HIGH<br />IMPLEMENTATION TIME <br />ORGANISATIONAL CULTURAL CHANGE<br />ROADBLOCKS<br />www.agileforest.com<br />A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency<br />Presented at Agile Australia 15 June 2011<br />GOVERNANCE ADHERENCE<br />32<br />

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